7-11的变革管理-Accenture课件

統一超商流通次集團人資共享組織及管理系統導入專案變革管理執行建議January8th,2002統一超商流通次集團人資共享組織變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄1變革管理的目標目錄1人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資源共享的目標，同時引導人資流程設計和系統功能導入的工作方向。人力資源共享組織願景：提昇人力資源團隊之專業能力，矢志成為集團營運經營之策略伙伴。於集團中扮演變革種子的角色，促進與協助集團變革。培養集團人力資源，提昇集團核心競爭力，以符合事業發展需求。激發員工工作士氣與潛能，從而提昇工作滿意度與績效。藉由人力資源制度與流程的標準化，及導入資訊科技，並不斷改善服務品質和模式，達到成本降低與管理效益的提升。共享組織提供卓越服務，以協助各關係企業創造績效。共享組織並致力整合具綜效的功能追求服務品質和營運模式不斷的改善，以降低次集團整體營運成本和創造利潤的目標。

共享組織願景：TobereplacedwithFINvision人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資QUANTUMLEAPImmediately,wemustgetoffthelaunchpadby:Communicatingthevisionandobjectivesfor7-11Buildingownershipandsponsorshipthroughouttheorganization.IdentifyingimpactedgroupsandindividualsBuildingleadershipwithinthebusinessunitsInthenextsevenmonths,managethechangejourneyby:DefiningtheroleandresponsibilitychangesRecommendingworkflowandworkgrouporganizationchanges.KeepingimpactedindividualsinformedandsmartBroadeninganddeepeningownershipofthechangesProvidingtrainingandeducationthatenablespeopletoachievetheresultstheydesire.BuildinganinfrastructurethatrewardspeakperformancefromeveryoneEstablishinterimorbitsandprovide:ThebasisforcontinuousmomentumtowardthebusinessgoalsThetoolsforpeopletocontinuetolearnandsetnewgoalsforthemselves明確的目標與行動方案是確保變革成功的重要因素之一。願景對變革管理的要求3QUANTUMLEAPImmediately,wemus變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄4變革管理的目標目錄4ChangeManagementProgramTrainingandEducationStrategyOrganizations&RolesStrategyCommunicationStrategyLeadership&OwnershipStrategyIT,BusinessProcesses,Policy,Roles,andCompetencyTrainingmaterialsRecommendationsfornewroles,performancemeasures,responsibilitiesandworkgroupstructuresGroundsettingInformation,Announcements,andUpdatesviaavarietyofvehiclesAnetworkofleadersandsponsorstoassisteveryoneinmakingthetransitionAccurateupdatesofwhereandhowthechangesareimpactingtheorganization變革管理的策略就本專案而言，我們認為變革工作應由領導、組織與工作、培訓以及溝通四個部份切入。而每個部份都應擬定明確的執行策略與計劃，以做為變革時期的重要的指導原則。5ChangeManagementProgramTrainWeshouldDeliver...Buildingleadershipandownershipfor7-11atalllevelsintheorganizationthroughanetworkofcascadingsponsorscommittedtothesuccessof7-11.CascadingSponsorshipAssessingtheimpactof7-11andhelpingsponsorsmanageresistancetochange.Thisprogramwillbeoverseenthroughquarterlyassessmentsandrecommendationsofopportunityandrisk.ImpactAssessment/RecommendationsPlanforimplementingleadershipandownershipActivitiesforimplementingcascadingsponsorshipNetworkandinfrastructurewithinwhichthecascadingsponsorsoperateandcommunicateOrientationandperiodiceducationandstatussessionswithsponsorsPeriodicassessmentofopportunitiesandrisksintheorganization.變革管理的機會－領導方面在領導方面，變革管理的目的在於取得整個組織的領導階層的全力倡導與支持。DefinitionDefinitionDeliverables6WeshouldBuildingleadershipaWeshouldDeliver...Organization/JobRedesignplanRecommendationsandtoolsforimplementingchangeswithinanorganizationtooptimizethebenefitsofSharedServiceRolesandresponsibilitiesforpeopleinaSSorganizationtoplaywhicharenecessarytosuccessfullyimplementprocessesandITsystem.MeasuresofperformancebasedontherolesandresponsibilitiesAssessmentoftheimpactthatorganizational/rolechangeswillhaveonthejobsofthepeoplewithinanorganizationPacketofinformationforeachrolewhichbringstogetheradefinitionoftherole,itsresponsibilities,performancemeasures,skills,etc.ToolswhichwillhelpmanagersidentifywhichroleswillbeassociatedwiththejobsofthepeopleintheirorganizationPacketofinformationwhichconsolidatesallOrganization/JobRedesignprogramdeliverables.TheOrganization/JobRedesignprogramwillidentifytheorganizationalandjobimplicationsoftheShareServiceFinanceOrganization,processesandITsystem.Atonelevel,thisincludesanalyzingtheoverallstructureandworkflowsassociatedwitheachdepartmentandmakingrecommendationsforchangestoachievethebenefitsofSharedServiceOrganization.Atamoredetailedlevel,thisinvolvesidentifyingthefunctionspeoplewillhavetoperformaroundprocessesandITandmakingrecommendationsforhowthismaybeimplementedpersonbypersonaspeopleareassociatedwiththerolestheywillplay.變革管理的機會－組織與工作方面DefinitionDeliverables在組織與工作方面，變革管理的主要目的在於使員工了解共享組織、流程及系統導入後對他們工作的影響及可能有的改變。7WeshouldOrganization/JobRedWeshouldDeliver...TrainingandEducationStrategicPlanTrainingRequirementsMatrixCurriculumPlanCostmodelandTradeoffAssessmentMediaStrategyTrainingDocumentationTrainingprogramRolloutLogisticsprogramMeasuresofSuccessprogramTheTrainingandEducationstrategyaddressestherangeofneedsbroughtonbytheBusinessSystemsReplacementProjectintheareaoftraining,educatingandreskillingtheworkforcetoeffectivelyoperatewiththenewbusinesssystemsandtheredesignedbusinessprocesses.Thisstrategyensuresthat7-11employeesareenabledwiththeknowledge,skillsandproceduresforallareasimpactedbythechange.變革管理的機會－培訓方面DefinitionDeliverables在培訓方面，變革管理的主要目的在於使員工取得工作改變後所需的知識與技能，以便順利轉型。8WeshouldTrainingandEducatioWeshouldDeliver...CommunicationStrategicPlanCommunicationToolkitGenericGroundsettingCommunicationPackageOfficer/ManagerPackageCommunicationProgramEvaluationTool7-11Grapevine7-11Newsletter7-11UpdateVideoSegment7-11WeekarticlesTheCommunicationstrategyaddressestherangeofcommunicationneedsbroughtonbytheBusinessSystemsReplacementProject.Thisstrategyensuresthat7-11employeesareinformedoftheoverallmissionandobjectives,thecriticaldatesandeventsonthetimeline,andthoseeventsandchangesthatwilldirectlyaffectthemandtheirjobs.變革管理的機會－溝通方面DefinitionDeliverables在溝通方面，變革管理的主要目的在於即時提供並管理各種與專案推動有關的訊息。使員工在一個開放的環境下隨時得到正確且一致的訊息。9WeshouldCommunicationStrate變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄10變革管理的目標目錄10ConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1FinalizeCascadingSponsorshipDefineLeadershipRolesandResponsibilitiesDefineLeadershipExpectationsandPerformanceMeasuresConductSponsorandTransitionAgentOrientationSessionsCompleteFirstCycleofImpactAssessmentProduceImpactAssessmentReportCreateOrientationEducationPacketsforTransitionLeaders/SiteLeadersTransitionLeader/SiteLeaderOrientationSessionsDesignQuarterlyEducation/UpdateSessionsApplyInfrastructuretoCascadingModelsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsDesign/BeginMonthlyStatusMeetingswithSponsorsLeadership/OwnershipStrategicPlanDefinitionofallleadershiprolesandresponsibilitiesTransitionAgentOrientationImpactAssessmentReportTransitionLeader/SiteLeaderOrientationSessionsMonthlyTransitionAgentstatusmeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsAprMayJuneJanFebPrincipalProducts進行方式－領導方面在領導方面，變革工作將包括……Mar11ConceptualDesignDetailedDesiCompleteDepartmentImpactAssessmentAssessWho/Whereprocessesarebeingperformed“ToBe”OrganizationalPictureIdentify“ToBe”RolesOutlinethekeychangesforeachroleDefine/drafttemplateforrolepacketsDesignResponsibilitiesAssociatedwithRolesDefinePerformanceMeasuresDesignRolePacketsDesignOrganizationChangeRecommendationsDesignRoleMappingToolsFinalizethe“ToBe”rolesDevelopManagementImplementationToolkitFinalizeOrganizationChangeRecommendationsPacketsFinalizetheRolePacketsCompleteJobImpactAssessmentAssistinimplementationofOrganizationChangeRecommendationsDistributeManagementImplementationToolkitOrientandtraincascadingsponsorshipOrganization/JobstrategicplanAssessmentofareasofhigh,medium,andlowimpact“Tobe”organizationalpicture“Tobe”rolesandresponsibilities“Tobe”performancemeasuresRolepacketsforall“tobe”rolesOrganizationchangerecommendationspacketsJobImpactassessmentreportManagementImplementationToolkitImplementationofrolemappingand“tobe”recommendationsConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1PrincipalProducts在組織與工作方面，變革工作將包括……進行方式－組織與工作方面AprMayJuneJanFebMar12CompleteDepartmentImpactAssAnalysisPerformAudienceAnalysisPerformBusinessProcessAnalysisConductFocusGroupsExecutiveInterviewsConceptualDesignDetailedDesignTrainingDocumentationPlanningDesignMediaTemplatesIdentifyTrainingAvailableInternallyIdentifyExternalProvidersforTrainingDevelopmentTailorCoursesto7-11’strainingrequirementsDevelopcustomcoursesforcoursesnotfoundinternallyorexternallyImplementationDeliverTrainingTrainerAdministrationStudentAdministrationClassroomAdministrationUserSupportEstablishHelpDeskCreateExpertUserprogramDevelopJobAidsProvideOn-LineHelpTrainingCurriculumDefinitionMediaDefinitionRunCostModelContractwithVendorsDesignCustomCoursesIdentifyTrainingNeedsnotavailableexternallyorinternallyMeasurePerformanceTrainingRequirementsMatrixCurriculumPlanMediaStrategyCostModelMediaStandardsTrainingDocumentationTrainingCoursesRolloutProgramPerformanceMeasurementToolsPrincipalProducts在培訓方面，變革工作將包括……進行方培訓式－領導方面AprMayJuneFebMar13AnalysisPerformAudienceAnaly7-11News7-11GrapevineQ&A7-11WeekBroadcastTechnologyConnectionOn-going:BestQ&A.On-goingQ&AOfficer/ManagerReportProjectrolloutandtrainingstrategy.1996Budgetimplementationstrategy.Trainingplanningandrolemapping.Rolloutstrategyupdate,andhowtoworkduringITrollout.Systemtestupdate.Rolloutandtrainingpreparationsupdate.BudgetPlanningandCostCenterStructure..ProjectTracking.TA/SLSeminar.BudgetCoordinatorTraining.Small$procurement.Rollmapping.Update:firsthalf.Roll-outupdate.Trainingschedule,logistics.TA/SLroles.Keydates.Inputting‘96budgetinIT.Alookatend-usertraining(trainingcalendarofevents).Roll-outupdate.Calendarofevents.Systemtestingupdate.Roll-outupdate.WorkingduringITroll-out.ProjectOverviewandDemoImplementationTrainingRollout7-11Article-BudgetImplementation7-11Supplement-ITImplementation7-11Activities/MilestonesStandardCosting&CoreConcepts -Presentations/MeetingsUserDemos -OverviewofProcessesBusinessPlanning(Budgeting) -Training,ImplementationOverallTrainingStrategyConceptualTrainingBusinessSimulationFunctionalProcess在溝通方面，變革工作將包括……進行方式－溝通方面AprMayJuneJanFebMar範例說明147-11News7-11GrapevineQ&A7-1SteeringCommitteeTAs/SLsOfficers/ManagersPowerUsers-BudgetPowerUsers-CAPowerUsers-LogisticsPowerUsers-HR/PRLeadofficerstosupportrolemappingandBudgetimplementation.LeadareaBudgetimplementation.SellneedforconceptandprocesstrainingtoBusinessUnits.Testimonials.Leadofficersontheneedfor7-11andtraining.LeadofficersandmonitorrolloutinBusinessUnits.SCNbriefingon7-11overviewandrollout.Sponsortrainingbeta.AdvocateinCEOAandSCNfor7-11rollout.DirectTA/SLSeminartorolloutManager’sToolkit.Implementlocalrollmappingstrategies.Schedulefieldpresentations.FacilitateBUStd.Costcourse.Completerollmapping.LeadlocalBudgetimplementation.Facilitatereviewofrolemapping/trainingplans.TrackBudgetimplementation.ScheduleManagerconferences.Completetrainingplans.Help7-11monitorrolloutinBusinessUnit.DevelopTA/SLtrainingrolloutmeeting.ScheduleSCNonrollout.ScheduledeliveryofSCNon7-11rollout.AttendBudgetPowerUserkick-off,train-the-trainercourse.Scheduletraining.ProvideBUBudgettraining.CoordinateimplementationplanningwithSL.Resolveimplementationproblems.Providemake-uptrainingsessions.AssistTA/SLimplementationplanning.ParticipateinlessonslearnedsessionforManagerconference.AssistgeneralrolloutinBusinessUnit.Planandrolloutsecondarytraining.Providetestimonialsfor7-11rolloutonSCN.AttendTA/SLrehearsalforprojectoverview.AttendBUStandardCostingcourse.Participateinkick-offmeeting.HelpconstructBasicConceptspresentation.AttendBUcourseonBasicConceptsin7-11.Participateinconceptandprocesstraining.HelpcoordinatetrainingschedulingwithSiteLeaders.Providetrainingandimplementationhelp.AttendCATrain-the-Trainercourse.Helpdesignsecondarytrainingandplans.ParticipateinPowerUserorientation.ParticipateinLogisticstraining.HelpcoordinatetrainingschedulingwithSiteLeaders.Provideon-goingLogisticstraining.ParticipateinTrain-the-Trainersessions.Provideimplementationsupport.ParticipateinPowerUserorientation.ParticipateinHR/Payrolltraining.HelpcoordinatetrainingschedulingwithSiteLeaders.Provideon-goingHR/Payrolltraining.ParticipateinTrain-the-Trainersessions.Provideimplementationsupport.Helpimplementlocalrolemappingstrategies.AttendBUStd.Costingcourse.Monitorrolemappingprogressandreviewresults.MonitorBudgettraining/implementation.Reviewofrolemapping/trainingplans.AttendBUcourseonBasicConceptsin7-11.MonitorBudgetimplementation.ParticipateinManagerconference.Reviewtrainingplans.Help7-11monitorrolloutinBusinessUnit.MonitorTA/SLtrainingrolloutplans.LocallyintroduceSCNonrollout.LocallyintroduceSCNon7-11rollout.SponsorCEOABriefing.Leadotherofficers/managerstoschedulepresentations.LeadfieldpresentationsandsponsorBUStandardCostcourse.在溝通方面，變革工作將包括……進行方式－溝通方面（續）7-11Activities/MilestonesStandardCosting&CoreConcepts -Presentations/MeetingsUserDemos -OverviewofProcessesBusinessPlanning(Budgeting) -Training,ImplementationOverallTrainingStrategyConceptualTrainingBusinessSimulationFunctionalProcess範例說明AprMayJuneJanFebMar15SteeringCommitteeLeadofficerJan.Feb.MarchAprilMayJune領導與共識組織調整溝通、訓練設計人資共享組織1/8確認需求01/25成立共享組織2/28共享組織人力調動3/1-6/30製作訓練文件4/1-5/22執行使用者訓練5/23-6/12系統上線6/28擬定溝通計畫溝通重點溝通對象溝通管道負責人員共享人資單位設計、中菲電腦協助製作accenture提供實務經驗：IT操作訓練組織管理訓練流程管理訓練ActivityModelingtrainingcourse執行人力調動協助業務銜接協助人力調配其他溝通活動：會議、月刊、網路總部月會總部月會總部月會總部月會總部月會總部月會集團人資會議訓練需求規劃03/31確認訓練對象確認訓練課程學員資料瞭解確認訓練師資BU溝通窗口角色2/28確認窗口負責單位人員設計窗口職責功能設計窗口配合運作項目擬定窗口績效指標確認BU溝通窗口1/30BU窗口名單知會BUHead執行BU窗口執掌角色變更說明4/12BU業務變動訪談3/8業務變動說明文件製作3/15組織結構組織任務分工職位說明BU分攤業務組織編制組織設計建議對BU影響說明集團人力調動建議未來發展變化提案人資共享組織1/31集團人資會議集團人資會議集團人資會議集團人資會議集團人資會議文件流程完成集團考勤與薪資管理通報集團工作、職位文件整理（七家公司）製作業務流程字典3/1-3/31C集團工作、職位文件整理（其餘公司）制度整合完成1/25完成未來業務細部流程設計建立標準業務流程文件格式學習activitymodeling方法設定流程績效指標與量度工作說明書、任務字典變革管理活動細部計畫16Jan.Feb.MarchAprilMayJune領導與共識變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄17變革管理的目標目錄17統一超商流通次集團人資共享組織及管理系統導入專案變革管理執行建議January8th,2002統一超商流通次集團人資共享組織變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄19變革管理的目標目錄1人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資源共享的目標，同時引導人資流程設計和系統功能導入的工作方向。人力資源共享組織願景：提昇人力資源團隊之專業能力，矢志成為集團營運經營之策略伙伴。於集團中扮演變革種子的角色，促進與協助集團變革。培養集團人力資源，提昇集團核心競爭力，以符合事業發展需求。激發員工工作士氣與潛能，從而提昇工作滿意度與績效。藉由人力資源制度與流程的標準化，及導入資訊科技，並不斷改善服務品質和模式，達到成本降低與管理效益的提升。共享組織提供卓越服務，以協助各關係企業創造績效。共享組織並致力整合具綜效的功能追求服務品質和營運模式不斷的改善，以降低次集團整體營運成本和創造利潤的目標。

共享組織願景：TobereplacedwithFINvision人力資源共享組織願景人力資源共享組織願景，必須能符合集團化資QUANTUMLEAPImmediately,wemustgetoffthelaunchpadby:Communicatingthevisionandobjectivesfor7-11Buildingownershipandsponsorshipthroughouttheorganization.IdentifyingimpactedgroupsandindividualsBuildingleadershipwithinthebusinessunitsInthenextsevenmonths,managethechangejourneyby:DefiningtheroleandresponsibilitychangesRecommendingworkflowandworkgrouporganizationchanges.KeepingimpactedindividualsinformedandsmartBroadeninganddeepeningownershipofthechangesProvidingtrainingandeducationthatenablespeopletoachievetheresultstheydesire.BuildinganinfrastructurethatrewardspeakperformancefromeveryoneEstablishinterimorbitsandprovide:ThebasisforcontinuousmomentumtowardthebusinessgoalsThetoolsforpeopletocontinuetolearnandsetnewgoalsforthemselves明確的目標與行動方案是確保變革成功的重要因素之一。願景對變革管理的要求21QUANTUMLEAPImmediately,wemus變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄22變革管理的目標目錄4ChangeManagementProgramTrainingandEducationStrategyOrganizations&RolesStrategyCommunicationStrategyLeadership&OwnershipStrategyIT,BusinessProcesses,Policy,Roles,andCompetencyTrainingmaterialsRecommendationsfornewroles,performancemeasures,responsibilitiesandworkgroupstructuresGroundsettingInformation,Announcements,andUpdatesviaavarietyofvehiclesAnetworkofleadersandsponsorstoassisteveryoneinmakingthetransitionAccurateupdatesofwhereandhowthechangesareimpactingtheorganization變革管理的策略就本專案而言，我們認為變革工作應由領導、組織與工作、培訓以及溝通四個部份切入。而每個部份都應擬定明確的執行策略與計劃，以做為變革時期的重要的指導原則。23ChangeManagementProgramTrainWeshouldDeliver...Buildingleadershipandownershipfor7-11atalllevelsintheorganizationthroughanetworkofcascadingsponsorscommittedtothesuccessof7-11.CascadingSponsorshipAssessingtheimpactof7-11andhelpingsponsorsmanageresistancetochange.Thisprogramwillbeoverseenthroughquarterlyassessmentsandrecommendationsofopportunityandrisk.ImpactAssessment/RecommendationsPlanforimplementingleadershipandownershipActivitiesforimplementingcascadingsponsorshipNetworkandinfrastructurewithinwhichthecascadingsponsorsoperateandcommunicateOrientationandperiodiceducationandstatussessionswithsponsorsPeriodicassessmentofopportunitiesandrisksintheorganization.變革管理的機會－領導方面在領導方面，變革管理的目的在於取得整個組織的領導階層的全力倡導與支持。DefinitionDefinitionDeliverables24WeshouldBuildingleadershipaWeshouldDeliver...Organization/JobRedesignplanRecommendationsandtoolsforimplementingchangeswithinanorganizationtooptimizethebenefitsofSharedServiceRolesandresponsibilitiesforpeopleinaSSorganizationtoplaywhicharenecessarytosuccessfullyimplementprocessesandITsystem.MeasuresofperformancebasedontherolesandresponsibilitiesAssessmentoftheimpactthatorganizational/rolechangeswillhaveonthejobsofthepeoplewithinanorganizationPacketofinformationforeachrolewhichbringstogetheradefinitionoftherole,itsresponsibilities,performancemeasures,skills,etc.ToolswhichwillhelpmanagersidentifywhichroleswillbeassociatedwiththejobsofthepeopleintheirorganizationPacketofinformationwhichconsolidatesallOrganization/JobRedesignprogramdeliverables.TheOrganization/JobRedesignprogramwillidentifytheorganizationalandjobimplicationsoftheShareServiceFinanceOrganization,processesandITsystem.Atonelevel,thisincludesanalyzingtheoverallstructureandworkflowsassociatedwitheachdepartmentandmakingrecommendationsforchangestoachievethebenefitsofSharedServiceOrganization.Atamoredetailedlevel,thisinvolvesidentifyingthefunctionspeoplewillhavetoperformaroundprocessesandITandmakingrecommendationsforhowthismaybeimplementedpersonbypersonaspeopleareassociatedwiththerolestheywillplay.變革管理的機會－組織與工作方面DefinitionDeliverables在組織與工作方面，變革管理的主要目的在於使員工了解共享組織、流程及系統導入後對他們工作的影響及可能有的改變。25WeshouldOrganization/JobRedWeshouldDeliver...TrainingandEducationStrategicPlanTrainingRequirementsMatrixCurriculumPlanCostmodelandTradeoffAssessmentMediaStrategyTrainingDocumentationTrainingprogramRolloutLogisticsprogramMeasuresofSuccessprogramTheTrainingandEducationstrategyaddressestherangeofneedsbroughtonbytheBusinessSystemsReplacementProjectintheareaoftraining,educatingandreskillingtheworkforcetoeffectivelyoperatewiththenewbusinesssystemsandtheredesignedbusinessprocesses.Thisstrategyensuresthat7-11employeesareenabledwiththeknowledge,skillsandproceduresforallareasimpactedbythechange.變革管理的機會－培訓方面DefinitionDeliverables在培訓方面，變革管理的主要目的在於使員工取得工作改變後所需的知識與技能，以便順利轉型。26WeshouldTrainingandEducatioWeshouldDeliver...CommunicationStrategicPlanCommunicationToolkitGenericGroundsettingCommunicationPackageOfficer/ManagerPackageCommunicationProgramEvaluationTool7-11Grapevine7-11Newsletter7-11UpdateVideoSegment7-11WeekarticlesTheCommunicationstrategyaddressestherangeofcommunicationneedsbroughtonbytheBusinessSystemsReplacementProject.Thisstrategyensuresthat7-11employeesareinformedoftheoverallmissionandobjectives,thecriticaldatesandeventsonthetimeline,andthoseeventsandchangesthatwilldirectlyaffectthemandtheirjobs.變革管理的機會－溝通方面DefinitionDeliverables在溝通方面，變革管理的主要目的在於即時提供並管理各種與專案推動有關的訊息。使員工在一個開放的環境下隨時得到正確且一致的訊息。27WeshouldCommunicationStrate變革管理的目標變革的策略與方向變革行動方案時間與人力需求目錄28變革管理的目標目錄10ConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1FinalizeCascadingSponsorshipDefineLeadershipRolesandResponsibilitiesDefineLeadershipExpectationsandPerformanceMeasuresConductSponsorandTransitionAgentOrientationSessionsCompleteFirstCycleofImpactAssessmentProduceImpactAssessmentReportCreateOrientationEducationPacketsforTransitionLeaders/SiteLeadersTransitionLeader/SiteLeaderOrientationSessionsDesignQuarterlyEducation/UpdateSessionsApplyInfrastructuretoCascadingModelsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsCompleteQuarterlyImpactAssessmentReportonQuarterlyImpactAssessmentCompleteQuarterlyLeadershipAssessmentReportonQuarterlyLeadershipAssessmentConductQuarterlyEducation/UpdateSessionsDesign/BeginMonthlyStatusMeetingswithSponsorsLeadership/OwnershipStrategicPlanDefinitionofallleadershiprolesandresponsibilitiesTransitionAgentOrientationImpactAssessmentReportTransitionLeader/SiteLeaderOrientationSessionsMonthlyTransitionAgentstatusmeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsQuarterlyImpactAssessmentReportQuarterlyLeadershipAssessmentReportQuarterlyeducation/updatemeetingsAprMayJuneJanFebPrincipalProducts進行方式－領導方面在領導方面，變革工作將包括……Mar29ConceptualDesignDetailedDesiCompleteDepartmentImpactAssessmentAssessWho/Whereprocessesarebeingperformed“ToBe”OrganizationalPictureIdentify“ToBe”RolesOutlinethekeychangesforeachroleDefine/drafttemplateforrolepacketsDesignResponsibilitiesAssociatedwithRolesDefinePerformanceMeasuresDesignRolePacketsDesignOrganizationChangeRecommendationsDesignRoleMappingToolsFinalizethe“ToBe”rolesDevelopManagementImplementationToolkitFinalizeOrganizationChangeRecommendationsPacketsFinalizetheRolePacketsCompleteJobImpactAssessmentAssistinimplementationofOrganizationChangeRecommendationsDistributeManagementImplementationToolkitOrientandtraincascadingsponsorshipOrganization/JobstrategicplanAssessmentofareasofhigh,medium,andlowimpact“Tobe”organizationalpicture“Tobe”rolesandresponsibilities“Tobe”performancemeasuresRolepacketsforall“tobe”rolesOrganizationchangerecommendationspacketsJobImpactassessmentreportManagementImplementationToolkitImplementationofrolemappingand“tobe”recommendationsConceptualDesignDetailedDesign/DevelopmentImplementationPhase2ImplementationPhase1PrincipalProducts在組織與工作方面，變革工作將包括……進行方式－組織與工作方面AprMayJuneJanFebMar30CompleteDepartmentImpactAssAnalysisPerformAudienceAnalysisPerformBusinessProcessAnalysisConductFocusGroupsExecutiveInterviewsConceptualDesignDetailedDesignTrainingDocumentationPlanningDesignMediaTemplatesIdentifyTrainingAvailableInternallyIdentifyExternalProvidersforTrainingDevelopmentTailorCoursesto7-11’strainingrequirementsDevelopcustomcoursesforcoursesnotfoundinternallyorexternallyImplementationDeliverTrainingTrainerAdministrationStudentAdministrationClassroomAdministrationUserSupportEstablishHelpDeskCreateExpertUserprogramDevelopJobAidsProvideOn-LineHelpTrainingCurriculumDefinitionMediaDefinitionRunCostModelContractwithVendorsDesignCustomCoursesIdentifyTrainingNeedsnotavailableexternallyorinternallyMeasurePerformanceTrainingRequirementsMatrixCurriculumPlanMediaStrategyCostModelMediaStandardsTrainingDocumentationTrainingCoursesRolloutProgramPerformanceMeasurementToolsPrincipalProducts在培訓方面，變革工作將包括……進行方培訓式－領導方面AprMayJuneFebMar31AnalysisPerformAudienceAnaly7-11News7-11GrapevineQ&A7-11WeekBroadcastTechnologyConnectionOn-going:BestQ&A.On-goingQ&AOfficer/ManagerReportProjectrolloutandtrainingstrategy.1996Budgetimplementationstrategy.Trainingplanningandrolemapping.Rolloutstrategyupdate,andhowtoworkduringITrollout.Systemtestupdate.Rolloutandtrainingpreparationsupdate.BudgetPlanningandCostCenterStructure..ProjectTracking.TA/SLSeminar.BudgetCoordinatorTraining.Small$procurement.Rollmapping.Update:firsthalf.Roll-outupdate.Trainingschedule,logistics.TA/SLroles.Keydates.Inputting‘96budgetinIT.Alookatend-usertraining(trainingcalendarofevents).Roll-outupdate.Calendarofevents.Systemtestingupdate.Roll-outupdate.WorkingduringITroll-out.ProjectOverviewandDemoImplementationTrainingRollout7-11Article-BudgetImplementation7-11Supplement-ITImplementation7-11Activities/MilestonesStandardCosting&CoreConcepts -Presentations/MeetingsUserDemos -OverviewofProcessesBusinessPlanning(Budgeting) -Training,ImplementationOverallTrainingStrategy